Management and Marketing - Research Publications
Permanent URI for this collection
Search Results
1 - 8 of 8
-
ItemNo Preview AvailableMobilizing the Temporary Organization: The Governance Roles of Selection and Pricing(SAGE Publications, 2021-07-01)Many marketing transactions between buyers and suppliers involve short-term collaborations or so-called temporary organizations. Such organizations have considerable value-creation potential, but also face challenges, as evidenced by their mixed performance records. One particular challenge involves relationship governance, and in this respect, temporary organizations represent a conundrum: On the one hand, they pose significant governance problems, due to the need to manage numerous independent specialists under time constraints. At the same time, temporary organizations lack the inherent governance properties of other organizational forms like permanent organizations. The authors conduct an empirical study of 429 business-to-business (B2B) construction projects designed to answer two specific questions: First, how are particular selection and pricing strategies deployed in response to monitoring and coordination problems? Second, does the joint alignment between the two mechanisms and their respective attributes help mitigate cost overruns? We follow up our formal hypotheses tests with a series of in-depth interviews to explore and to gain insight into the validity of our key constructs, explanatory mechanisms, and outcomes. Managerially, the authors answer the long-standing question of how to mobilize a temporary organization. Theoretically, they develop an augmented “discriminating alignment” heuristic for relationship management involving multiple governance mechanisms and attributes.
-
ItemCollaboration scope and product innovation in B2B markets: are there too many cooks or is it the customer who spoils the broth?(EMERALD GROUP PUBLISHING LTD, 2022-03-23)Purpose: Product innovations are often the result of combinations of internal and external knowledge. A significant amount of open innovation literature has argued that working with external partners can be beneficial, in particular, when this is complemented by internal R&D, yet a wholesale shift to open innovation has not occurred. The purpose of this study is to demonstrate two new limits of openness, grounded in attention-based theory, that help explain why such a shift has not occurred. This study argues that specific combinations of identities a firm collaborates with, that is, whether a partner is classified as a customer, supplier, competitor or university and/or technological center, predictably increase and decrease product innovation. Design/methodology/approach: This study demonstrates these findings using econometric techniques on a large-scale panel data set, comprising 14,682 observations. Findings: The authors observe positive effects of customer collaboration, partner scope (collaboration with other outside identities) and internal R&D when considered separately. Critically, they observe two important situations where these positive effects are reduced. First, they argue and observe that when customers are added to the mix of identities, diminished returns on product innovation result. Second, they argue and observe that technological customer collaboration reduces the benefits from an internal R&D department (more than collaboration with other identities). The findings of this study are robust in that singling out another partner identity does not reveal such patterns. Research limitations/implications: The findings stress the importance of considering the identity of collaborating parties in studying the impact of openness on innovation success. This study conceptually and empirically rejects the – implicitly held – assumption in the literature that different partners provide similar benefits and are interchangeable. Practical implications: This study proposes new limits to the “open innovation” literature. As identities are easy to observe by managers and are shown to impact product innovation, this study argues they are highly relevant to managerial decision-making. This study also observes, through counterfactual analysis, that attention limits are critical, as a theoretical setting of no attention limits would significantly lift product innovations. Originality/value: This study shows important limitations to the open innovation literature by showing that customer collaboration leads to declining rates of product innovation when combined with greater collaboration scope or the internal R&D department. This study adds the novel insight that customer collaboration weakens the positive effect of collaboration scope and internal R&D on product innovations.
-
ItemNo Preview AvailableHRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance(Taylor & Francis (Routledge), 2020-12-15)This paper examines the mechanism through which HRM practices promote firms’ innovation and how this relationship differs across cultures. Based on a data-set of 3755 firms from 13 countries, this study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms’ market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms’ product and process innovation. Cross-country examination further reveals that in high power distance countries employee-oriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.
-
ItemDeciding Fast: Examining the Relationship between Strategic Decision Speed and Decision Quality across Multiple Environmental Contexts(WILEY PERIODICALS, INC, 2021-06)Rapid innovation, shortened product life cycles and fierce competition place great pressures on top managers to make fast strategic decisions. However, a key question in strategic decision‐making research is whether decision speed helps or harms decision quality, and there is a shortage of theory and evidence concerning the consequences of decision speed across different environmental contexts. We develop new theory by considering the effects of decision speed on decision quality under conditions of environmental munificence, under conditions of dynamism, and under the joint conditions of munificence and dynamism. We test our theory through analysis of multi‐informant survey data drawn from top management teams and secondary databases, in 117 UK firms. Our findings demonstrate that munificence is the central generative mechanism which moderates the relationship between decision speed and decision quality, and markedly alters the previously theorized positive effects of decision speed in dynamic contexts.
-
ItemFirm enablement through outsourcing: a longitudinal analysis of how outsourcing enables process improvement under financial and competence constraints(Elsevier, 2020-10)The dominant view is that outsourcing is driven by efficiency considerations. We demonstrate that a different path to outsourcing originates from critical internal resource shortages. These shortages pose a critical dilemma; on the one hand outsourcing is a reasonably durable approach to solving resource shortages. On the other hand, the same resource shortages complicate the management of outsourcing and may create knowledge and evaluation problems. We empirically examine this dilemma and thereby add to the limited work on the enabling effects of outsourcing under resource constraints. We employ two rich and unique panel datasets of Australian firms observed over five-year periods, to test dynamic change models if firm-level financial and competence constraints induce outsourcing, and if this in turn enables internal process improvement. The results show that outsourcing indeed is associated with both financial and competence constraints, although the impact of these constraints differs over time. In turn, we find that increased outsourcing relates positively to contemporaneous and future process improvement. These findings thus shed a positive light on how outsourcing can enable firms to overcome constraints and realize internal process improvement.
-
ItemGovernance and customer value creation in business solutions(Emerald, 2020-03-20)Purpose This paper aims to consider the impact of contractual and normative governance mechanisms on recommendation intent in a context of healthcare and professional lighting where repeat business from a customer is absent. The authors suggest both contractual and normative governance can create recommendation intent, but only when sufficient customer value is created. Design/methodology/approach The authors draw on a combination of survey and archival data from the supplier and customer in the medical equipment and advanced (business) lighting systems industries. The authors analyze the data using seemingly unrelated regression and mediation tests. Findings Contracts and relational norms can increase customer recommendation intent, but only when the supplier creates customer value. Practical implications The paper’s findings suggest that customers of business solutions are more likely to recommend their supplier when contracts are relatively detailed and when buyers and suppliers attempt to craft strong relational norms, despite service solutions being delivered during a relatively short time span. Originality/value The extant research on business solutions has focused on extended relationships between exchange partners with a high likelihood of repeated transactions. The authors demonstrate how to govern relationships in a solutions context where the likelihood of repeat business from the same customer is low using contractual and normative governance.
-
ItemPolitical Behavior Does Not (always) Undermine Strategic Decision-Making: Theory And Evidence(Elsevier, 2020-10-01)Political behavior pervades strategic decision-making, often damaging decision quality and undermining organizational performance. However, little is currently known about how top management teams (TMTs) cope with such behavior. To address this major shortfall, we draw on the upper echelons literature to advance a contingent account of the factors that differentiate well-functioning and dysfunctional TMTs. Focusing on the psychological context surrounding the TMT, we theorize that cognitive consensus, power decentralization, and behavioral integration are key generative mechanisms that enable TMTs to countermand the potentially deleterious consequences of political behavior. We corroborate our theorizing using a field study of 117 strategic decisions, drawn from multiple TMT informants and secondary databases. Confirming the majority of our hypotheses, our findings indicate that behaviorally integrated and decentralized TMTs are better equipped to attenuate the potentially damaging effects of organizational politics, thereby safeguarding the quality of their decision processes.
-
ItemProcess Innovation and Performance: The Role of Divergence(Emerald, 2020-02-26)Purpose Process innovation is a key determinant of performance. While extant literature paints a clear picture of the drivers of process innovation, the effect of process innovation on performance has received little attention. This paper aims to examine how the divergence of process innovation impacts performance. Divergence concerns the extent to which the observed level of process innovation diverges from the expected level of process innovation. Positive divergence occurs when the observed level of process innovation is higher than expected while for negative divergence the opposite occurs. In turn, the authors consider how divergence acts as a driver of performance. Design/methodology/approach The authors use survey and archival data from 5,594 firms across 15 countries. The authors analyze the data using an advanced two-step random-effects estimator that accounts for the multi-level data used. Findings The authors find negative divergence to reduce performance under high competitive intensity, whereas positive divergence is detrimental under high environmental uncertainty. Research limitations/implications The authors present new and unique insights into the relationship between divergence and performance. The authors argue that each firm has an “ideal” level of process innovation, based on their resources and business environment, relative to which performance diminishes. Specifically, the authors argue that divergence from the firm’s expected level of process innovation is associated with the reduced performance during high environmental uncertainty or high competitive intensity. Furthermore, the authors argue that there can be “too much” process innovation. This nuance of the majority of prior empirical studies in this area suggests that more innovation is always better for firms. The more nuanced approach reveals that the process innovation-performance debate should not focus on more or less innovation per se, but on how innovation is constructed and supported. Practical implications Some argue the existence of an academia-practitioner gap, with both living in different worlds (Reibstein et al., 2009). The findings suggest that theory is not only useful to practitioners but also has a crucial and central role regarding decisions relating to efficiency and effectiveness of scarce resources, in the field of process innovation. More specifically, the authors demonstrate that the prior study on process innovation seems to be useful in that relative to a theory-predicted level, divergence diminishes performance in the global sample of companies across a wide range of industries. In addition, the authors suggest that firms should not strive for more innovation per se. The findings suggest that positive divergence or too much innovation is detrimental for performance under environmental uncertainty, while negative divergence or too little innovation is harmful to performance under competitive uncertainty. Moreover, the divergence approach is also useful for comparing performance to that of other firms, typically referred to as benchmarking. Originality/value This paper is useful and important for managers and theory development as it provides insight into situations where a firm may have “too little” or “too much” process innovation. Thus, divergence advances understanding as, in contrast with the previous study, the authors do not suggest that more innovation is always better.